Recommendations to improve service quality for imported cargo at CFS warehouse at greenport viconship

MINISTRY OF TRANSPORTATION

MINISTRY OF EDUCATION & TRAINING

VIETNAM MARITIME UNIVERSITY

STUDENT NAME: TRAN THI DUC HANH

DISSERTATION
GLOBAL STUDIES AND MARITIME AFFAIRS

RECOMMENDATIONS TO IMPROVE SERVICE QUALITY
FOR IMPORTED CARGO AT CFS WAREHOUSE
AT GREENPORT - VICONSHIP

HAI PHONG – 2015


MINISTRY OF TRANSPORTATION

MINISTRY OF EDUCATION & TRAINING

VIETNAM MARITIME UNIVERSITY

STUDENT NAME: TRAN THI DUC HANH
CLASS: GMA02

DISSERTATION
GLOBAL STUDIES AND MARITIME AFFAIRS

RECOMMENDATIONS TO IMPROVE SERVICE QUALITY

FOR IMPORTED CARGO AT CFS WAREHOUSE
AT GREENPORT - VICONSHIP

Supervisor:

Vu Thi Thu Hang

Division:

Global Studies and Maritime Affairs

Faculty:

Economics
HAI PHONG – 2015


Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

PREFACE
The work outlined in this dissertation was carried out in the Warehouse Department,
Green Port, VICONSHIP, where I undertook my internship, over the period from
August 2015 to the end of September 2015.
I declare that this report is my own unaided work. It has not been submitted before.
If violated, I am solely responsible for and bear the punishments of the Institution and
University.

Student Name and Signature

Tran ThiDucHanh

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

ACKNOWLEGEMENT
Firstly, I would like to express my sincere gratitude to my supervisor Ms. Vu Thi Thu
Hang for her continuous support, patience, motivation, and immense knowledge. Her
guidance was very helpful for me during the time of research and writing of this
thesis.
My sincere thanks also go to Ms. Tran Phuong Anh, Manager of Warehouse
Department at Greenport – VICONSHIP, who provided me an opportunity to join
their team as intern, and Ms. Nguyen Thi Ngoc Thuy, my instructor at the company,
who thoroughly guided me during my internship. Without they precious support it
would not be possible for me to conduct this research.

Tran ThiDucHanh – GMA02

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

TABLE OF CONTENTS
Preface......................................................................................................................... i
Acknowledgement ...................................................................................................... ii
Table of Contents ...................................................................................................... iii

List of Symbols, Abbreviations................................................................................... v
List of Tables and Graphs .......................................................................................... vi
List of Figures .......................................................................................................... vii
INTRODUCTION .................................................................................................... 1
Necessity ........................................................................................................ 1
Research object ............................................................................................... 1
Research methodology ..................................................................................... 1
Research scope ............................................................................................... 1
Research findings ............................................................................................ 1
CHAPTER 1: LITERATURE REVIEW ................................................................ 2
1.1.

CFS warehouse ................................................................................................ 2

1.1.1. Definition of CFS warehouse ...................................................................... 2
1.1.2. Services at CFS warehouse ........................................................................ 2
1.2.

Service quality ................................................................................................ 2

1.2.1. Definition of service quality ....................................................................... 2
1.2.2. Tools to evaluate service quality ................................................................. 3
1.2.3. Evaluation methodology ............................................................................. 6
CHAPTER2: EVALUATION OF SERVICE QUALITY OF CFS WAREHOUSE
AT GREENPORT .................................................................................................... 9
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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

2.1.

Introduction about the company ....................................................................... 9
2.1.1. Introduction about VICONSHIP ............................................................... 9
2.1.2. Introduction about the subsidiary of the field trip .................................... 13
2.1.3. Business fields of CFS warehouse at GREENPORT ................................ 16
2.1.4. Detailed process of unstuffing imported cargo at CFS warehouse ............ 16

2.2.

Result of evaluation ....................................................................................... 22
2.2.1. Overall information about sample ............................................................ 22
2.2.2. Analyzing mean expectation score ........................................................... 22
2.2.3. Analyzing mean perception score ............................................................ 26
2.2.4. Analyzing gap score between expectation and perception ........................ 29

CHAPTER 3: RECOMMENDATIONS TO IMPROVE CFS WAREHOUSE
SERVICE QUALITY ............................................................................................. 32
3.1.

Identifying factors that need to be improved .................................................. 32

3.2.

Recommendations to improve service quality at Greenport CFS warehouse .. 33
3.2.1. Important factors that need to be improved instantly ................................ 33
3.2.2. Other factors that should be improved in the long-term............................ 36

CONCLUSION ....................................................................................................... 38
Reference ................................................................................................................ 39
Appendices ............................................................................................................... 40

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

LIST OF ABBREVIATIONS
CFS

Container Freight Station

IPA

Important – Performance Analysis

D/O

Delivery Order

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LIST OF TABLES
TABLE 1: List of variables......................................................................................... 6
TABLE 2: Greenport Facilities ................................................................................. 13
TABLE 3: Distribution of respondent ....................................................................... 22
TABLE 4: Summary of the customers‟ expectation score ......................................... 22
TABLE 5: Summary of the customers‟ perception score .......................................... 26
TABLE 6: Summary of gap score between expectation and perception .................... 29

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

LIST OF FIGURES
FIGURE 1: Important – Performance Matrix .............................................................. 6
FIGURE 2: Organization chart of VICONSHIP........................................................ 10
FIGURE 3: Growth of revenue of VICONSHIP from 2009 to 2014 ......................... 12
FIGURE 4: Profit after tax of VICONSHIP from 2009 to 2014 ................................ 12
FIGURE 5: GREENPORT general terminal layout .................................................. 13
FIGURE 6: Racking system at Greenport CFS warehouse ........................................ 15
FIGURE 7: General unstuffing process at GREENPORT CFS warehouse ................ 16
FIGURE 9: Distribution of the expectation scores .................................................... 25
FIGURE 10: Distribution of the perception scores .................................................... 28
FIGURE 11: Distribution of variables in the I-P matrix ........................................... .32

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

INTRODUCTION
Necessity
Together with shipping lines, consolidators and forwarders, CFS warehouses play
the role as an essential part of the transporting network for import and export
cargoes. Regarding the service quality of CFS warehouses in the city of Haiphong,
Greenport CFS warehouse is assumed to be in the top positions. However, there has
not been any official research before which measured this level of service quality.
Therefore, this research was conducted in order to find out how the Greenport CFS
warehouse is actually providing its service and what the warehouse manager board
can do to further improve the warehouse service.
Research object
The focus of this dissertation is to evaluate the quality of service provided at CFS
warehouse at Greenport – VICONSHIP and then figure out several possible
recommendations to improve the situation.
Research methodology
Questionnaires were sent out to customers to collect data for evaluation. Then,
RATER model and Importance – Performance matrix, along with data analysis,
were used to measure service quality at Greenport CFS warehouse.
Research scope
The research was carried out at Greenport CFS warehouse in a period of more than
one month from August 2015 to the end of September 2015. The data used for
evaluating the service quality of the warehouse was also collected in this period of
time.
Research findings
It was found that the service quality at Greenport CFS warehouse has not met the

expectation of the customers, since the overall perception score is lower than the
overall expectation score. Through evaluation process, five factors that need to be
improved have been determined. At the end of the research, several
recommendations for each of the abovementioned five factors were given.
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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

CHAPTER 1: LITERATURE REVIEW
1.1.

CFS warehouse

1.1.1. Definition of CFS warehouse
In general, CFS (Container Freight Station) warehouse is the location
designated to handle consolidated shipments for both export and import cargo. As
the global trading and transportation are becoming more convenient, nowadays,
small-scale merchants can also easily take part in export and import activities.
Because of the growing demand for consolidated shipments, CFS services were
born to facilitate the process and also help those small shippers save transportation
costs.
1.1.2. Services at CFS warehouse
For export cargo, CFS warehouse is the place where loose cargoes from
various shippers are collected, sorted, and then packed into shipping container.
Regarding import cargo, CFS warehouse takes responsibility for unloading
and dividing containerized cargoes into smaller shipments for different consignees
at discharge place. (Flexport, 2014)

1.2.

Service quality

1.2.1. Service quality definition
Service quality has long
countless studies have been done
movement has been summarized
covering all published under the
Business Excellence
values/principles.

(BE),

been an attractive issue with researchers, as
about this topic. The 25-year history of quality
in an article by Dahlgaard-Park el al (2013),
subject of Total Quality Management (TQM),

quality

tools,

techniques

as

well

as

core

Understanding the concept of service quality is essential for companies;
because it enables them to improve their service and therefore become more
competitive. However, most services are intangible as they are performance, not
physical objects, so it is difficult to measure the service quality precisely. Due to the
lack of tangible cues on which to evaluate quality, it is necessary to apply a new
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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

concept of “customers‟ satisfaction”. Customer satisfaction is a measure of how
well a product or service provided by a company can satisfy their customers‟
expectation (Nigel Hill, 2003). In order to satisfy the customers, companies need to
figure out what requirements their customers are looking for, and find the way to
meet those requirements. Therefore, it can be said that customer satisfaction is a
relative concept, not a fixed one. To measure the level of satisfaction, it is necessary
to calculate both sides of the equation. It is necessary to determine customers‟
expectation through a set of specific criteria, together with evaluating companies‟
performance, and then compare these two factors to see how well they match.
There are several models used to measure service quality, in which the most
common one is SERVQUAL (Parasuraman et al, 1985, 1988). Theoretically,
SERVQUAL is based on analyzing the gap between customers‟ expectations and
their perceptions of provided service. In other words, this model is a tool to measure
satisfaction level of customers towards a specific service.
1.2.2. Tools to evaluate service quality

a) RATER model
RATER is a model for measuring service quality developed by A.
Parasuraman, Valarie ZeithamI, and Leonard Berry. Actually, RATER is the
shorten form of the SERVQUAL model.
Initially, SERVQUAL was introduced in 1988 with 10 quality criteria
(Parasuraman et al, 1988), namely:
 Reliability: involves consistency of performance and dependability.
 Responsiveness: concern the willingness and readiness of employees to
provide service and involves timeliness of service.
 Competence: means possession of the required skills and knowledge to
perform the knowledge.
 Accessibility: involves approachability and ease of contact.
 Courtesy: involves politeness, respect, consideration and friendliness of
contact personnel.
 Communication: means keeping customers informed in language they can
understand and listening to them.
 Credibility: involves trustworthiness, believability, honesty.
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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

 Security: is the freedom from danger, risk or doubt.
 Understanding/ knowing the customer: involves making the effort to
understand the customers‟ needs.
 Tangibility: includes the physical evidence of the service.
Later on, researchers have integrated the above-mentioned ten dimensions
into only five ones – or RATER model which includes:

 Reliability: Reliability refers to the ability to perform the promised service
dependably and accurately, including
-

Timeliness
Consistency/Regularity

-

Accuracy

 Assurance: relates to the knowledge and courtesy of staff; their ability to
inspire trust and confidence. Assurance refers to:
-

Staff competence

-

Respect for stakeholders

-

Credibility
Probity and confidentiality
Safety and security

 Tangibles: involves the physical representations or images of your service,
including:
-

Physical facilities
Equipment

-

Technology

-

Employees
Communication materials

 Empathy: The caring individualized attention you provide your stakeholders.
Empathy refers to:
-

Access (to staff, services, information)
Communication (clear, appropriate, timely)
Understanding the stakeholder

-

Services appropriate for stakeholders‟ needs

-

Individualized attention

 Responsiveness: Your willingness to help customers and to provide prompt

service. Responsiveness refers to:
-

Willingness to help

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

-

Prompt attention to requests, questions

-

Problem resolution

-

Complaint handling
Flexibility
In this research, RATER model was adopted for evaluating service quality at

Greenport CFS warehouse.
b) Important – Performance matrix
Important – Performance Analysis (IPA), introduced by Martilla and James
(1977) is a well-known tool which has been applied widely to measure client

satisfaction with a product or service. IPA provides service managers with valuable
information for both satisfaction measurement and the efficient allocation of
resources, since IPA examines not only the performance of an item, but also the
importance of that item as a determining factor in satisfaction to the respondent.
The two dimensional IPA model is divided into four quadrants with
performance on the x-axis and importance on the y-axis. As a result of this, four
quadrants namely Concentrate Here, Keep up the Good Work, Low Priority, and
Possible Overkill are created.
 Quadrant I (High Importance/Low Performance) is labeled Concentrate
Here. Attributes that fall into this quadrant represent key areas that need to
be improved with top priority.
 Quadrant II (High Importance/High Performance) is labeled Keep up the
good work. All attributes that fall into this quadrant are the strength and
pillar of the organizations, and they should be the pride of the organizations.
 Quadrant III (Low Importance/Low Performance) is labeled Low Priority.
Thus, any of the attributes that fall into this quadrant are not important and
pose no threat to the organizations.
 Quadrant IV (Low Importance/High Performance) is labeled as Possible
Overkill. It denotes attributes that are overly emphasized by the
organizations; therefore, organizations should reflect on these attributes,
instead of continuing to focus in this quadrant, they should allocate more
resources to deal with attributes that reside in quadrant I.

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

Figure 1: Important – Performance Matrix
(Source: J. Martilla and J. James, Importance-performance analysis,
Journal of Marketing, vol. 41, no. 1, pp. 77-79, 1977)
With this matrix, warehouse managers are able to determine which factors
need to be concentrated on the most, and therefore can re-allocate the resources
more effectively.
1.2.3. Evaluation methodology
a) Method of data collection
This research used quantitative method for data collection. Two
questionnaire surveys were conducted for the customers to evaluate the quality of
the service they received at CFS warehouse of Greenport. The first questionnaire
involves the expectation of customers towards the services offered by Greenport
CFS warehouse, while the other questionnaire aims to assess their perception
toward performance of the warehouse. The questionnaires were pre-tested within a
small group of respondents to ensure clarity before officially sent out to
warehouse‟s customers.
All the variables of the questionnaire are coded for later analysis, and are
shown in the following table:
Table 1. List of variables
No.

Research
variables

1
2

Reliabilities

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Measurement items
The warehouse always provide fast service
The warehouse always provide services on time

Code
REL1
REL2
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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

3
4
5
6
7
8
9
Assurance
10

The level of Information Communications
Technology applications in customer service at
the warehouse is comprehensive

11

12

13

Tangibles

14
15
16

17

The warehouse always provide service in a
consistent manner
The warehouse always ensure safety and security
to our ships/shipments
The warehouse always produces error-free
invoice and related documents
The warehouse always offers competitive price
of service
The staffs in the warehouse always demonstrate
good knowledge of our needs and requirements
Warehouse staffs have the ability to solve
unexpected problem
The staffs have courtesy while working with
customers
Information of customers is always kept
confidential by Greenport CFS warehouse

Empathy

The warehouse has sufficient equipments and

facilities to handle cargoes
The staff are well dressed
The employees get sufficient support from
company to do their jobs well
Costs of warehouse service are satisfactory
It is easy to contact and get access to the staff of
Greenport CFS warehouse
The staff in the warehouse always demonstrate
good understanding of the needs and
requirements of each customer and can give back
clear and appropriate responses
The warehouse always take good care of every
customers without being partial

18
19
20
Responsiveness
21
22

The staff in the warehouse always respond
quickly to any requests
Warehouse staffs can flexibly solve unexpected
problems for the benefits of the customers
The warehouse always provide satisfactory
answers towards any complaint
The warehouse always collect feedbacks about
their services and reflect on their improvement

REL3
REL4
REL5
REL6
A1
A2
A3
A4

A5

T1
T2
T3
T4
E1

E2

E3
RES1
RES2
RES3
RES4

(Source: author)
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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

Respondents were asked to assess the quality of provided services by rating
from 1 to 5 for each statement describing the service quality factors. The point scale
being used to measure the attitude of respondent ranges from 1: „Totally disagree‟
to 5: „Totally agree‟.
The target population of this research included freight forwarders, shipping
lines and cargo owners which are all the frequent clients at Greenport CFS
warehouse. The questionnaires were directly given to a variety of individuals from
different companies who came to the warehouse to do business.
b) Method of data analysis
This research applied RATER model to measure the service quality that
Greenport CFS warehouse provided. To be more specific, after collecting back all
the survey questionnaires, mean score of each variable was calculated, and by
subtracting the expectation scores from the perception scores, the gap scores were
obtained.
Service Quality (Q) = Mean score of Perception (P) – Mean score of
Expectation (E).
If Q is a positive number, the warehouse is providing their service at higher
quality than being expected by the customers. In contrasts, in case Q is a negative
number, it means the expectation of the customers is not satisfied, and the
warehouse needs to improve their service quality.
Then, the research continued with Important – Performance matrix to
determine which factors need to be improved. Factors which fall into the Quadrant
1 of the matrix will be prioritized, as they are important factors and have decisive
influence on the satisfaction level of customers.

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

CHAPTER 2: EVALUATION OF SERVICE QUALITY OF
CFS WAREHOUSE AT GREENPORT
2.1.

Introduction about the company

2.1.1. Introduction about VICONSHIP
a) General information:
VIETNAM CONTAINER SHIPPING CORPORATION (VICONSHIP) is one
of leading Freight Forwarders and Shipping Agency Companies in Vietnam and has
been actively providing its services since 1985.
VICONSHIP has its own container terminal, warehouse, trucking lines for
container and conventional cargo moving services in the North, in the Central and
in the South of Vietnam. It provides complete facilities for all modes of cargo
service. Linking Shippers and Consignees with Owners is what they do best.
With well trained and experienced Management at Staff in shipping and
logistics, VICONSHIP has successfully applied Quality Management Systems
under International Standard ISO 9001-2000 and certified by SGS-UKAS since
May 2001.
With experience and good reputation in warehousing and terminal management,
VICONSHIP‟S Container Terminal has been licensed as Custom Clearance Depot
by Vietnamese Government. Since September 10th, 1999 Customs House has been
located and operating in VICONSHIP‟S terminal. This Customs House controls
customs clearance for all kind of export and import goods via Haiphong.

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

b) Organization and Personnel

Figure 2: Organization chart of VICONSHIP
(Source: viconship.com)

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

 Supervisory Board:
Chief of Department

Ms. Nguyen Thi Kim Nha

Members

Mr. Nguyen Thi Minh Lan
Ms. Nguyen Thi Yen Ha

 Board of management:

Chairman of Board

Mr. Nguyen Viet Hoa

Member of Board

Mr. Nguyen Van Tien

Ms. Hoang Thi Ha

Mr. Tran XuanBao

Mr. Nguyen The Trong

Mr. Nguyen Viet Trung

Mr. Nghiem Tuan Anh

Mr. Hoang TrongGiang

Mr. Hoang Tien Luc

 Board of Director:
General Director

Mr. Nguyen Van Tien

Finance Director

Mr. Tran XuanBao

Technical Director

Mr. Nguyen The Trong

c) Business status analysis
During the recent years, the business of VICONSHIP has always been
improved. According to the official website of the company, the business status is
showed in the following two charts.

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

Figure 3: Growth of revenue of VICONSHIP from 2009 to 2014
(Source: viconship.com)

Figure 4: Profit after tax of VICONSHIP from 2009 to 2014
(Source: viconship.com)
As can be easily seen, both indicators have grown steadily, reaching the
peaks in 2014 of about 891 billion VND and 248 billion VND for Revenue and
Profit after tax respectively. Although the growing pace of the last year is slightly
slower than the previous periods, from 2013 to 2014, profit after tax of the company

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

still increased by more than three percent, while the figure for revenue was more
than 14 percent.
Given the fierce competition of other companies working in the same field
and the difficulties of not only national but also international economies in the
recent years, these improvements are considered remarkable achievements of the
company.
2.1.2. Introduction about the subsidiary of the field trip
a) VICONSHIP Port Enterprise – GREENPORT

Figure 5: GREENPORT general terminal layout
(Source: viconship.com)
GREENPORT is a subsidiary of Vietnam Container Shipping Corporation
(VICONSHIP). It is located at 20º51‟ lat N, 106º43‟ long E, 20 nautical miles
distance to zero buoy (next to Chua Ve Terminal at lower section of Cam river).
GREEN PORT was established on 24/09/2014.
Table 2.GREENPORT facilities
Units

Berth No 1

Berth No 2

Length

m

160

160

Width

m

25

25

Components

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

Load ( Berth )

ton/m2

4

4

Water Depth

m

-8.0

-8.0

Cargo
Capacity of Port
Load and
Discharge
norm

Container
Other
cargoes

Container and Others

Container and Others

Cargoes

Cargoes

Tons per
year
Tons per
hour
Tons per

year

>=500.000

>=500.000

18 – 20

18 – 20

5000

5000

Slewing gantry crane

Units

1( With capacity 40 T ) 1( With capacity 40 T )

- LIBEBHERR crane

Units

1( With capacity 40 T ) 1( With capacity 40 T )

Tug boat

Units

1 (With capacity 70 T )

Straddle Carriers

Units

3( With capacity 40 T ) 4( With capacity 40 T )

Terminal Area

m2

23,650

23,650

Stacking capacity

teu

942

942

(Source: viconship.com)
b) CFS warehouse at GREENPORT
 General introduction:
Initially, CFS warehouse at Greenport had the total area or 5,000sqm.
However, since the Green Logistics Center came into operation in 2012, the
warehouse was restructured and the total area reduced to 3,500sqm. The profits

of the warehouse mainly come from unstuffing import cargo. Import cargo
accounts for approximately 75% of the total amount of goods handled by the
warehouse. Regarding the facility, CFS warehouse at Greenport is among the
most modern warehouses in this field. The warehouse is equipped with an upto-date ranking system. There are 15 new electric forklift trucks operate inside
the house while the old-fashioned diesel forklifts are moved out to the yard.

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

Figure 6: Racking system at Greenport CFS warehouse
(Source: author)
 Organization:
The total number of staff at the warehouse is about 70, including:
-

1 Warehouse Department Manager: Ms. Tran Thi Phuong Anh

-

1 Customer Service staff : Ms. Nguyen Thi Ngoc Thuy

-

1 Procedure Personnel for export cargo

-

3 Procedure Personnel for import cargo

-

1 Warehouse Operation Manager

-

8 Warehouse Keepers

-

Workers and forklift drivers

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Recommendations to improve service quality for imported cargo at CFS warehouse at GREENPORT VICONSHIP

2.1.3. Business fields of CFS warehouse at GREENPORT
At Greenport, the CFS warehouse provides two services, namely stuffing
service for exported cargo and unstuffing service for imported cargo. Between these
two, unstuffing is the main service of the warehouse as the majority of cargoes
handled here is imported cargo. Therefore, during the internship, the author chose
unstuffing service as the subject of the research.
2.1.4. Detailed process of unstuffing imported cargo at CFS warehouse
Basically, the process is divided into 4 main stages which are illustrated in

the following chart

Receiving documents
Customs procedures
Unstuffing container
Delivering cargoes to the owners
Figure 7: General unstuffing process at GREENPORT CFS warehouse
a) Receiving documents
Procedure staff is responsible for receiving the document set from Freight
Forwarders which includes:
 Arrival notice: this is a document issued by shipping lines or carriers to
inform the consignee about the expected arrival time of the vessel and the
description of goods. Other information such as voyage number, container
number, seal number, number of packages, gross weight and measurement of
goods are also shown in this document. This information is important for

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